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A power strategy that ultimately leads to private acceptance and long-lasting change (for example, information power) may be difficult to implement, and consume considerable time and energy. In the short term, complete reliance on information power might even be dangerous (for example, telling a small child not to run into the street unattended).
Power as a perception: Power is a perception in the sense that some people can have objective power but still have trouble influencing others. People who use power cues and act powerfully and proactively tend to be perceived as powerful by others. Some people become influential even though they do not overtly use powerful behavior.
Although leadership is certainly a form of power, it is not demarcated by power over people. Rather, it is a power with people that exists as a reciprocal relationship between a leader and his/her followers. [170] Despite popular belief, the use of manipulation, coercion, and domination to influence others is not a requirement for leadership ...
The Functional theory of leadership emphasizes how an organization or task is being led rather than who has been formally assigned a leadership role. In the functional leadership model, leadership does not rest with one person but rests on a set of behaviors by the group that gets things done. Any group member can perform these behaviors so ...
In philosophy, political science and sociology, elite theory is a theory of the state that seeks to describe and explain power relations in society.In its contemporary form in the 21st century, elite theory posits that (1) power in larger societies, especially nation-states, is concentrated at the top in relatively small elites; (2) power "flows predominantly in a top-down direction from ...
A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.
The research concluded that there is no single "best" style of leadership, and thus led to the creation of the situational leadership theory, which essentially argues that leaders should engage in a healthy dose of both task-oriented and relationship-oriented leadership fit for the situation, and the people being led.
Implicit leadership theory (ILT) is a cognitive theory of leadership developed by Robert Lord and colleagues. [1] It is based on the idea that individuals create cognitive representations of the world, and use these preconceived notions to interpret their surroundings and control their behaviors . [ 2 ]